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Tell Me About The Process … and Then Tell Me About …

Tell Me About The Process

I usually start with THAT – The Process – or turn the conversation to THAT when timely (politically/interpersonally).

Most of the time the complaint/request does not come to you in the form of a “my Process is broken” or “a whole bunch of my Processes are broken.”

It’s usually – for me – I need training.

For others it’s “I need (YOUR SPECIALTY HERE).”

Let the Analysis Begin!

Overtly or Covertly – but done nonetheless

Tell me about THAT – I inquire of my client when we first meet, of my Analysis Team when assembled and oriented to the task at hand within the context of the larger task, and/or of the Master Performers, SMEs and Stakeholders – at all points along the progression of the project.

For I wish to establish THAT as the Context for all other data gathering.

Let’s get The Process Stuff Out of the Way – ASAP

Not only do you want to know if there is one, you also wish to know…

About Product Requirements of the various Stakeholders and any Variance

About Process Requirements of the various Stakeholders and any Variance

About ReWork and Scrap

About Cycle Time and Touch Time

About Costs

About Upstream Processes – internal & external

About Downstream Processes – internal & external

But sometimes one of the early things you discover – if not glossed over by you or whoever you are talking with – is that there isn’t “a” Process.

If my questionee says something to the effect of: “What day is it?” in response to my question about “What’s the Process?” – then I know to shift gears, and to confirm that there is indeed no one process that everyone subscribes to.

Next, to find out if there is one, that everyone is ignoring, each for their own good reasons – why?

Variance in all of their “good reasons” – to not use the proscribed Process – is my next check. Maybe they all have the same reason or reasons as to why they do not follow the Process – and do something else instead.

Why?

Ask Five Times – or not.

Note we are still on the Process.

We may find out that everyone is following it, THE Process – except there are still issues (problems/ opportunities), and so we would next go to “are there examples of people following THE Process?” and having success with meeting all of the Product metrics and all Process metrics?

Because – just because there is a Process, does not mean that it is truly designed to effectively and efficiently meet the Stakeholder Metrics for Products and Process(es). You need to prove that the Process is capable – and this is my quick look into that.

Because if the Process is capable – as proven by someone sometime – means that the cause is probably elsewhere – and is most likely in the Environmental Assets and/or in the Human Assets. So it is then time to finally look at them – THE ENABLERS – of THAT Process.

Here is a graphic of one of my own Processes – the EPPI Stage II Process – where there are multiple workstreams.

Because perhaps it ain’t the Process.

Perhaps the enablers of THAT Process are deficient.

Data Gathering Regarding the Requirements for Enablers of THAT Process

So I gather information and/or insights about Enabler requirements and actuals.

Here is a graphic – Ishikawa Style – of how I look at – frame – all of the enabler variables – as categories:

Suspend Your Disbelief

The Process – in my view here so play along with me – is a Paper Process only – that is actually brought to life by all of the enablers.

If it is designed to, and proven to, produce products that meet all of the various Stakeholder’s Requirements (including the Customer and the Customer’s-Customer’s-Customer’s Requirements from their Stakeholders…) – then it must be those Enablers – Human and Environmental (read: non-human) and the Systems (or Sub-Systems) internal and external to the Enterprise – that are providing The Right Stuff – to THE Process – or not.

Then if one of those upstream entities – provisioning the not-quite-right stuff – I can swim upstream and put that Organization, and its set of Processes – and their own Human and Environmental sets of assets to enable their own sets of Processes – under my macro/microscopes – to see where it’s broken.

Could be upstream from them too.

It’s a System and it takes a Systems View – to see what is really going on.

And to avoid the “Law of Unintended Consequences.”

Yeah, that too.

Focus on the Performance Competence Requirements – and Enable Them!

There are many models and frameworks used in the Pursuit of Performance.

This is how I go about Pursuing Performance – on the front-end. To target all of the rest of my and others’ activities to address the root causes.

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It’s Not All About Learning

It's All About Performance Competence - at the Individual level, the Team level, the Process level, the Organization level, the Value Chain level and at the Societal level ... or Worker, Work, Workplace and World.

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My First Friday Favorite Guru Series – My Thanks & Attributions to 42

These 42 individuals are the professionals who have knowingly and unknowingly influenced me the most. Click on the image for links to those 42 posts.

Guy W. Wallace

Performance Analyst & Instructional Architect - Since 1979

External Consultant - Since 1982. Semi-Retired in January 2016.

Guy has served over 80 clients including over 45 F500 firms since November 1982.

Recipient of the ISPI - the International Society for Performance Improvement - Honorary Life Member Award - 2010 - for contributions to the Society and to the Technology for Performance Improvement (PI).

Founding member of ASQ’s Influential Voices Initiative - 2010. Served through 2015.

Guy W. Wallace collaborates with his Clients using predictable, visible, proven processes on time and on budget.

Client work won awards for AT&T, General Motors, Siemens Building Technologies.

Guy's 30+ years in the performance improvement/ training/ learning business have been focused in 2 key areas:

1- analysis of the organization and its business processes to derive the "Learning Requirements" from the "Performance Requirements" and...

2- design/architecting the configuration of instructional and informational content.

The 5 Methodology-Sets of the PACT Processes for T&D, Learning and Knowledge Management.

Project Planning & Management -- Analysis -- CAD -- MCD -- IAD.

Curriculum Architecture Design – Since 1982

Performance Competence Development Paths vs Learning Paths - the difference is in the Analysis.

Recognition and Awards for My Professional Contributions and Consulting

For Specifics - Click on Graphic

Recipient of ISPI’s 2010 Honorary Life Member Award

The top ISPI award, was awarded for contributions to both the technology of performance improvement and to the Society - as unanimously approved by two consecutive boards of the Society. Awarded in 2010.

Retirement Book Pricing – As Of March 15, 2016

Click on the Image for a Link to More Info

Free Book PDF: lean-ISD (1999) cover the 5 methodology-sets of the PACT Processes.

Click on Image for free 410-page Book PDF plus links to a $30 Paperback version. lean-ISD was a recipient of a 2002 ISPI Award of Excellence for Instructional Communication.

The Wallace 6 Pack to Guide You – From Training to Performance Improvement Consulting

Click on Graphic to Link for More Information

The Top 30 All Time Most Popular Posts and Pages Are…

The Top 30 All Time Most Popular Posts and Pages Listeed

Here are the all time most popular from the 2433 Posts and 120 Pages of this site… and the number of views of each since 2007. Click on the red image above to link to the post...

1. What Guidance for Approaching Learning Is There From Maslow’s Hierarchy of Needs? 27,919
2. The Big 5 in Human Personality Assessments: CANOE 18,693

I started my Blog at another host back in 2004, and I moved twice before landing here at WordPress in 2007.

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There Is Too Much Foo Foo!

Avoid the Foo Foo in Instructional Design and Performance Improvement

Requests for Training – What & When to Expect and What & When to Suspect

You Go Down The Learning Path to Go Up The Learning Curve – to go Up the Performance Competence Curve

Guy has been doing performance-based Training Paths and Planning Guides for clients since 1982. First published on Curriculum Architecture in Training Magazine in September 1984 and on the Analysis methods in NSPI's (now ISPI) PIJ in November 1984.

What Was Innovative in Curriculum or Learning Architectures in 1984 – Would Still Seem To Be Innovative Today – Why?

Celebrating – 30 Year Anniversary of this Publication – September 2014

How to Build a Training Structure That Won’t Keep Burning Down - Training Magazine - September 1984

Celebrating – 30 Year Anniversary of this Publication – November 2014

Using a Group Process to Create Models and Matrices - NSPI Performance & Instruction Journal - November 1984

Performance Development Paths

a.k.a.: Learning Paths focused on Performance Competence

Walk the Talk – of Processes Maturity

Next ... what Processes Are in Need of Maturation?

Walk the Talk – of Processes Alignment

Walk the Talk Responding to the Balanced Needs of Your Stakeholders.

Walk the Talk – of Processes Centricity

Be an example to your internal clients as an organization with a Process mindset. Walk the Talk.

Myth Busting in L&D

Click on Image for the Post

In the Resource Tab…

3 Levers in EPPI – Enterprise Process Performance Improvement

Click Image to Link to the Post

The EPPI View of Processes and their Enablers and Enabling Systems

And the Enabling/ Provisioning Systems and Processes that enable the Enablers. Note that "Awareness/ Knowledge/ Skills" are just 1 of 12 categories of enabling Process Performance variables - when you include the design of the Process itself, first and foremost.

I Offer Over 150 Free Videos On This Site On the Topics of ISD and PI!